Knowledge flow and boundary crossing at the periphery of a MNC
In this paper, we develop a model of four modes of knowledge flow, two involving knowledge acquisition and sharing, and two involving the localizing, embedding and investment of knowing in practice. We illustrate the model with data from an embedded case study involving a focal China-based subsidiary of a Japanese MNC, its headquarters, and two of its local suppliers. While power asymmetries appeared to have substantial impact on the terms upon which syntactic, semantic and pragmatic boundaries were crossed, successful knowledge transfer and boundary crossing appeared to depend on the willingness and ability of the various parties to engage in joint development of knowledge for mutual benefit.
Year of publication: |
2009
|
---|---|
Authors: | Hong, Jacky Fok Loi ; Snell, Robin Stanley ; Easterby-Smith, Mark |
Published in: |
International Business Review. - Elsevier, ISSN 0969-5931. - Vol. 18.2009, 6, p. 539-554
|
Publisher: |
Elsevier |
Keywords: | Boundary crossing Inter-organizational learning Knowledge transfer MNCs Power |
Saved in:
Online Resource
Saved in favorites
Similar items by person
-
Researching organizational learning in Chinese contexts
Hong, Jacky F. L., (2012)
-
Knowledge flow and boundary crossing at the periphery of a MNC
Hong, Jacky Fok Loi, (2009)
-
Knowledge flow and boundary crossing at the periphery of a MNC
Hong, Jacky Fok Loi, (2009)
- More ...